ABSTRACT
Employee creativity drives enterprise development, and team motivational climate plays an important role in incubating employee creativity. Based on creativity component theory, this study explores the impact of team motivational climate (mastery climate and performance climate) on employee creativity and its mechanism. Through the paired data of supervisors and employees at three time points, the research shows that mastery climate positively affects employees' domain-relevant skills and domain-relevant skills positively affect employee creativity. By controlling the mediating effect of intrinsic motivation and self-efficacy, domain-relevant skills mediate the impact of mastery climate on employee creativity; performance climate and mastery climate work together on domain-relevant skills. When both are high, domain-relevant skills are highest. Performance climate moderate the mediating effect of domain-relevant skills between mastery climate and employee creativity. When performance climate is high, the mediating effect of domain-relevant skills is stronger. Suggestions for practice and future research are provided.
ABSTRACT
Given the increasing uncertainty in today's environment, how enterprises implement changes to stimulate employee proactive work behavior has become an important practical topic in the human resources field. This study considers work flow direction and refers to the work characteristic and job demand-resource models to explore the influence of task interdependence (initiated and received) on employee proactive work behavior. We interviewed human resource staff and surveyed employees of an internet company headquartered in Jiangsu, China. The empirical results show that initiated task interdependence has a positive impact on employee proactive work behavior, and task significance plays a mediating role between them. Self-esteem does not affect the positive relationship between initiated task interdependence and task significance, nor does it influence the aforementioned mediating effect of task significance. Moreover, received task interdependence has no significant effect on proactive work behavior, and task significance has no significant mediating effect between them. Self-esteem moderates the relationship between received task interdependence and task significance. Specifically, when self-esteem is low, received task interdependence positively predicts task significance, and when self-esteem is high, the received task interdependence-task significance relationship is not significant. Furthermore, self-esteem moderates the mediating effect of task significance between received task interdependence and proactive work behavior. Specifically, when self-esteem is low, task significance plays a mediating role but not when self-esteem is high. Theoretical contributions and managerial implications are discussed.
ABSTRACT
Pay for performance, as one of the most important means of motivating employees, has attracted the attention of many scholars and managers. However, controversy has continued regarding whether it promotes or undermines job performance. Drawing on a meta-analysis of 108 independent samples (N = 71,438) from 100 articles, we found that pay for performance was positively related to job performance. That pay for performance had a more substantial positive effect on task performance than contextual performance in workplace settings. From the cognitive evaluation perspective, we found that pay for performance enhanced employees' task performance and contextual performance by enhancing intrinsic motivation and weakened task performance and contextual performance by increasing employee pressure. From the equity perspective, our results indicated that the relationship between pay for performance and task performance was partially mediated by employee perceptions of distributive justice and procedural justice, with distributive justice having a more substantial mediating effect than procedural justice. However, the relationship between pay for performance and contextual performance was only partially mediated by procedural justice. Further tests of moderating effects indicated that the varying impacts of pay for performance are contingent on measures of pay for performance and national culture. The findings contributed to understanding the complex mechanisms and boundary conditions of pay-for-performance's effects on job performance, which provided insights for organizations to maximize its positive effects.
